Work That Works for People: A New Blueprint for Decent Livelihoods Through Social Sustainability
Imagine this. A security guard – let’s call him Peter – standing at the gate of a major company in Nairobi. Every morning, he is the first face clients see. Every evening, he is the last person employees greet as they rush out with laptops, deadlines, and weekend plans. He knows everyone’s name. He notices who is stressed, who is thriving, who needs a word of encouragement. He has memorised the company rhythms: the late-night departments, the early-bird managers, and even the visitors who always “forget” to carry their IDs. He guards assets worth billions.
Yet when the night shifts settle in and the city begins to breathe differently, Peter retreats into a tiny tin shack behind the gate – a structure that barely qualifies as shelter. The walls are stained black with soot from the kerosene tin he uses to keep warm on cold nights. The air is thick, not with comfort, but with survival. His chair is broken – a metal frame holding up a piece of plywood – and there is no proper place to rest, even for a moment.
This is the man safeguarding the company. This is the human being keeping the system standing. So we must ask ourselves – deeply, honestly, uncomfortably:
If the people holding up the system are struggling just to stay warm, what exactly are we calling “work”? And whose livelihood are we really sustaining?
Because decent work is not simply a payslip. It is not the existence of a job description or a uniform. Decent work is dignity. Dignity in how people are treated, protected, housed, valued, and heard. And dignity is the foundation of social sustainability. You cannot claim a sustainable organisation if the people behind the scenes are living unsustainable lives.
According to ILO Global Wage Report 2024–25, in low-income countries, many wage-earners are “low-paid”: close to 22% of wage workers in low-income countries earn less than half the median hourly wage. Another related ILO publication – World Employment and Social Outlook 2023 (WESO 2023) – emphasizes that many “key workers” worldwide face poor working conditions: elevated occupational-safety and health (OSH) risks, insecure temporary contracts, irregular or long hours, lack of social protection (e.g. paid sick leave), low pay, and insufficient training, especially in low- and middle-income countries
But these are not just percentages printed on glossy pages. They are real people – people like Peter. People who open gates, sweep floors, process invoices, clean washrooms, load trucks, and keep organisations moving while barely holding their own lives together. They are the invisible scaffolding of the economy.
And yet, they are the ones most often forgotten in conversations about “transformation,” “growth,” or “business sustainability.”
If we truly want businesses that last – businesses that are trusted, respected, and future-focused – then we must begin by sustaining the people inside them. Not in theory, not in reports, not in attractive PowerPoint slides, but in lived experience. This is the heart of social sustainability. This is where decent livelihoods truly begin.
Companies cannot rely only on policies, standards, or compliance. They must prioritise people, act with sincerity, and operate with conscience. The question is no longer whether organisations can afford to prioritise decent work – it’s whether they can afford not to.
Practitioners’ Guidance
Reflecting on the RBC Susty Dialogue Series six, held on November 20th, 2025, at the Baraza Media Lab, the event explored the critical yet often overlooked dimensions of social sustainability that underpin decent work and dignified livelihoods. Held under the theme, “Decent Work andLivelihoods Through Social Sustainability,” the evening convened voices across sectors to explorehow organisations move beyond policies and statements to embed social sustainability into everyday operations and practices.
In her opening remarks, moderator Susan Njoroge emphasised that sustainable businesses are built through people-centric practices, not just compliance or frameworks. She noted that decent work and dignified livelihoods are achieved collectively, requiring intentional alignment of organisational behaviour, culture, and purpose. “No one is coming to save us,” she reminded participants, “we build the future together.” The discussion brought together corporate leaders, social entrepreneurs, development practitioners, and grassroots actors to explore practical pathways to advancing social sustainability in workplaces, value chains, and communities.
The event was guided by key questions: How can organisations translate social sustainability into real, measurable outcomes? What incentives or structures drive businesses to invest in people, dignity, and livelihoods? Panellists, including Judy Njino (Global Compact Network Kenya), Bernard Outah (World Fair Trade Organisation Africa & Middle East), and Bernard Wekulo (Industrial Promotion Services – IPS), unpacked strategies, shared experiences, and illustrated the everyday realities of social sustainability.
Through curated breakout sessions, attendees examined practical approaches to embedding social sustainability, including empowering employees, ensuring fairness in labor practices, promoting community engagement, enhancing gender equality, and instituting ethical governance mechanisms. The discussions underscored that social sustainability is not a project, but a practice; not a slogan, but a posture rooted in the dignity of people and the health of communities.
Judy Njino, Executive Director of the Global Compact Network Kenya, emphasised that social responsibility and sustainability are ultimately about how companies take responsibility for the impact of their decisions and actions on people. She reiterated that business is part of society and cannot detach itself from the wellbeing of those it affects. She highlighted that the UN Global Compact’s Ten Principles give organisations a baseline for ethical conduct, legal compliance, and meeting stakeholder expectations, adding that companies cannot claim to rely on people while ignoring their welfare. To underscore her point, she noted that “advancing decent work begins with demonstrating real impact and ensuring people are protected.”
Bernard Outah, Regional Director of the World Fair Trade Organisation Africa & Middle East, explained that Fair Trade challenges companies to rethink how trade can be made fair by putting people and planet first, even as profit remains relevant. He pointed out that the organisation’s ten principles focus on decent and healthy working conditions, fair prices and wages, sustainable production, long-term trading partnerships, and compliance with social, economic, and environmental standards. He stressed that meaningful change happens when companies centre grassroots producers, workers, and artisans in their business models, remarking that “true social and developmental impact begins when those who make products possible are prioritised.”
Bernard Wekulo Nasokho, Group HR Leader at Industrial Promotion Services (IPS), highlighted that decent work and livelihoods must be anchored in the belief that enterprise should create value for people, protect nature, and contribute to the social and economic development of the communities where it operates. He emphasised the importance of safeguarding, fair pay, improved livelihoods, access to health and education, and climate-smart agriculture as practical demonstrations of this commitment. He underlined that ethics and good governance are central to sustainable development, stating that “when people can speak up, be treated with dignity, and work in supportive environments, real progress becomes possible.”
Susan Njoroge, Managing Director of Responsible Business Consulting and CISL Fellow, stressed that her own journey reinforced the importance of networks and people who guide and support growth. She noted that social sustainability requires connectedness, shared learning, and honest peer conversations because no single entity has all the solutions. She encouraged organisations and the country at large to continuously reflect on their direction and willingness to grow collectively. To emphasise her point, she stated that “no one is coming to save us – we must figure it out together,” adding that collective progress is the foundation of decent work and meaningful livelihoods.
When Livelihoods Thrive, Everything Thrives: Work That Works for People
In a world increasingly focused on profits, it’s easy to forget that businesses are only as strong as the people who power them. According to McKinsey’s “The Business of Sustainability – McKinsey Global Survey Results,” 53% of respondents said that their company’s performance on sustainability issues is “at least somewhat important” for attracting and retaining employees.
It’s not magic. It’s human nature. People who feel valued deliver value. People who feel safe innovate. People who feel seen stay. And people who feel heard lead. In short, social sustainability is not just a corporate buzzword; it is the blueprint for thriving livelihoods, thriving workplaces, and thriving communities.
Here’s how organizations can translate theory into practice.
1. Start With the Workers at the Edges
The story of sustainability begins not in the boardroom, but at the edges of your organisation – with the watchman who greets visitors, the cleaner who ensures hygiene, the kitchen staff who prepare meals, the intern learning the ropes, or the driver navigating traffic to deliver on time.
Ask them: What do you need? What feels unsafe? What seems unfair? What would make your work easier?
It’s a simple yet revolutionary approach. People closest to the problem are often closest to the solution. Listening to them uncovers insights that no corporate strategy report can capture. As Richard Branson once said, “Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients.”
2. Conduct a “Dignity Audit”
Compliance checklists are easy to tick off. But a true measure of social sustainability is in the lived experience of your workers. Ask questions like:
- Are contracts fair?
- Are wages livable?
- Are working tools safe?
- Are rest spaces humane?
- Are grievance channels real or performative?
A dignity audit strips away the superficial layers of policies and reveals the truth beneath the paperwork. As Mahatma Gandhi famously said, “The true measure of any society can be found in how it treats its most vulnerable members.”
3. Integrate Mental Health Into Decent Work
Decent work is not only about physical safety or fair pay – it is about mental well-being. The World Health Organization estimates that every $1 invested in mental health programs yields $4 in increased productivity.
Organizations can take concrete steps: create quiet spaces for reflection, partner with counseling services, implement burnout-free scheduling, and foster psychological safety in meetings and decision-making.
Make well-being a key performance indicator, not a “nice-to-have.” A healthy mind is not a bonus; it is the engine of innovation and loyalty.
4. Train for Skills, Not Just Tasks
True livelihood growth comes when people grow. Upskilling, digital literacy programs, mentorship, and leadership pathways transform workers into contributors and innovators.
A worker who learns, earns. A worker who earns, feels valued. And a valued worker contributes to a resilient, future-ready organisation.
5. Pay People Fairly and On Time
A late salary is not just an inconvenience – it is a human rights issue. A low salary is not just a budget problem – it is a livelihood issue. A fair, timely salary is a sustainability issue.
When people know their work is respected through fair compensation, they work with dignity, pride, and long-term commitment. It is the single most tangible way a company communicates that it values its workforce.
6. Build Worker Voice Into Decision-Making
Worker participation strengthens both trust and outcomes. Suggestion boxes, safety committees, anonymous reporting channels, and employee councils are more than policies – they are instruments of empowerment.
Decisions made with workers last longer than decisions made for workers. Involving employees in shaping their work environment signals respect and encourages ownership.
7. Hold Suppliers to the Same Standard
Social sustainability cannot be outsourced. If the workers in your supply chain suffer, your sustainability claims are hollow. Ethics cannot be delegated; they must be enforced across all operations, directly or indirectly.
This requires clear expectations, monitoring, and partnerships built on mutual respect. Your brand’s reputation and the real impact of your sustainability initiatives depend on it.
8. Bring Community Into the Equation
Decent work doesn’t stop at your company gate. The broader community is part of your workforce ecosystem. Hire locally, build partnerships with local SMEs, invest in youth skill-building programs, and support initiatives that strengthen social infrastructure.
A business that uplifts its community is planting seeds for its own future workforce and market. ” Investing in people outside your walls is investing in your own future.
9. Use Data to Drive Decency
Sustainability efforts must be measurable. Track injuries, turnover, training hours, wage gaps, grievances, career growth opportunities, and employee satisfaction.
What gets measured gets improved. What is ignored becomes a risk. By using data thoughtfully, organisations can identify gaps, celebrate progress, and continually refine their practices. Metrics transform abstract commitments into tangible results.
10. Celebrate the Small Wins
Social sustainability thrives on stories, not just spreadsheets. Celebrate the guard who saved electricity, the cleaner who streamlined a process, or the team that reduced waste.
Recognising small wins validates effort, inspires creativity, and reinforces the culture of dignity.
Decent work is more than a policy or a checklist – it is a philosophy, a culture, and a commitment. It is about building livelihoods that empower individuals, strengthen organisations, and uplift communities.
When livelihoods thrive, everything thrives. And when people feel safe, valued, and heard, they do more than work – they innovate, lead, and transform the world around them.
Thriving Together: How People, Communities, and Workplaces Can Drive Real Social Impact
Have you ever wondered what happens when a business doesn’t just chase profits, but actually invests in the people and communities that make it possible? Social sustainability isn’t just a checkbox – it’s a movement, a mindset. It asks three big questions: How can businesses genuinely engage communities and vulnerable groups, making them partners rather than spectators? What practical incentives will make companies take social sustainability seriously enough to invest real resources, not just good intentions? And, on the home front, what small but powerful behaviours – by you or your team – can make a huge difference starting today? In this article, we dive into these questions with practical strategies, real-world examples, and inspiration to show that when people thrive, everything else does too.
What strategies can businesses use to meaningfully engage communities and vulnerable groups in their social sustainability efforts?
- Use Clear and Accessible Stakeholder Engagement Channels
Businesses should establish reliable communication channels within the community, such as engaging local leaders (like chiefs), organising focus groups, and using culturally familiar platforms to share information. Having people on the ground ensures communication flows both ways and community voices are heard.
- Strengthen Accountability Systems
Companies must put in place systems that allow them to track and report their progress transparently. This could include regular updates to community representatives or internal mechanisms that ensure commitments made are commitments followed.
- Offer Multilingual Communication Options
Since vulnerable groups may speak different languages, businesses should ensure their communication is multilingual. Employing multilingual staff or translators ensures inclusion and prevents miscommunication.
- Integrate Community Benefit in Business Operations
Successful businesses incorporate models where part of their income directly benefits the community. For example, allocating a percentage of profits to local initiatives such as education, infrastructure, or social support ensures a shared sense of progress.
- Prioritise Fair Redistribution of Resources
Organisations should ensure that communities, especially vulnerable groups benefit from the money or resources generated through local business operations. Companies must return value to the community, not just extract it.
- Allocate a Clear Budget for Community Support
Planned and transparent budgeting for community projects shows commitment. For instance, companies like cement manufacturers may support communities by providing food, hiring locally, and offering material assistance such as clothing.
- Promote Mental Wellness and Wholeness
Businesses that support the mental well-being of both employees and community members create environments where people feel valued. This strengthens relationships and builds long-term trust.
- Maintain Continuous Engagement
Engagement should not be a one-off activity. Businesses must consistently involve the community in discussions, updates, and feedback opportunities to build sustainable relationships.
- Allocate Funds Specifically for Community Development
Proactive businesses set aside financial resources to support community initiatives, especially in vulnerable sectors such as farming or informal labour.
- Borrow Best Practices from Highly Regulated Sectors
Industries like tobacco often have strong community support frameworks. Businesses can adopt similar models for example, supporting farmers, offering training, or improving livelihoods.
- Be Proactive When Sourcing from Local Communities
Companies that rely on local suppliers or labour should ensure that these communities benefit through better working conditions, fair pay, capacity building, and long-term partnerships.
What practical incentives would make your organisation invest more seriously in social sustainability?
- Employee Equity Opportunities
Allow employees to earn equally or allocate part of their salary toward becoming stakeholders. This builds ownership, loyalty, and long-term commitment to sustainability goals.
- Government Incentives
Access to tax breaks, grants, subsidies, or reduced regulatory fees for companies that adopt sustainable practices. These incentives must be well-designed to avoid loopholes.
- Watchdog Monitoring andAccountability
Independent organisations or rating systems that publicly highlight sustainable vs. non-sustainable companies. This “motivation and shaming” approach encourages companies to do better to maintain reputation and market trust.
- Mandatory Regulatory Requirements
Clear government regulations that require companies to meet sustainability standards. Ensures consistency and removes the option for businesses to ignore sustainability.
- Data-Driven Motivation
Providing companies with data analysis, case studies, and predictive models that show the long-term financial and environmental benefits of sustainability. When leaders see measurable return on investment, adoption becomes easier.
- Market Access Advantages
Preferential access to local or international markets – especially where buyers prioritise suppliers with strong social sustainability practices. This becomes a practical motivator for companies to improve in order to remain competitive.
- Procurement Preferences
Government bodies, development partners, and large corporations offering procurement priority to companies that demonstrate strong social sustainability records. This makes sustainability a direct pathway to winning contracts.
- Certification Benefits
Simplified or subsidised access to recognised sustainability certifications that improve brand credibility and open doors to partnerships. When certifications are easier to attain, more companies are willing to invest.
- Talent Attraction andRetention Gains
A clear incentive when companies realise they can attract high-performing talent and reduce turnover by embedding strong social sustainability practices. The workforce increasingly chooses employers aligned with ethical values.
- Investor Confidence andFunding Opportunities
Investors and financial institutions offering better loan terms, investment opportunities, or lower interest rates to companies that demonstrate a measurable commitment to social sustainability. Access to capital becomes a reward for responsible practice.
In your own workplaces what individual or team behaviours can significantly advance social sustainability for example human rights, inclusion, workers voice, ethical conduct, community support? Which of these can we start practicing immediately?
- Open communication horizontally and vertically
This means communication should flow freely across all levels – between colleagues at the same level (horizontal) and between staff and management (vertical). When communication is open, transparent, and respectful, employees feel informed, heard, and valued. This reduces conflict, builds trust, and strengthens teamwork.
- Creating a workplace culture where staff volunteer
This strengthens teamwork and connection to society. It also means having supportive colleagues who advocate for you, defend your rights, and stand in when you cannot speak for yourself. This builds a socially responsible and caring environment.
- Training and education – e.g. product handling, PPRs
Workers should receive proper education and training to improve skills, safety, and performance. Whether it is product handling, safety procedures (PPRs), or professional development, training empowers employees and reduces workplace accidents. It also promotes ethical conduct and competency.
- Involve the employees in getting paid for their original design in projects
When employees contribute original ideas, creativity, or design, they should be recognised and compensated. This increases innovation, motivation, and fairness. Rewarding creativity also ensures workers feel ownership and pride in projects.
- Incentivise the employees
Offering incentives such as bonuses, recognition awards, extra training opportunities, or career growth encourages good performance and loyalty. Incentives also improve morale and reduce staff turnover.
- Joining a union of choice without being singled out
Workers should be free to join any union they prefer without intimidation or discrimination. A union gives employees collective bargaining power, protects their rights, and ensures fair treatment. This is a major pillar of social sustainability and workers’ voice.
- Inclusivity that allows equal opportunity to everyone
Inclusivity means removing bias, favouritism, and discrimination. Everyone should have a fair chance at promotions, opportunities, leadership roles, and projects. It ensures that diverse voices are represented and respected.
- Equal pay for equal work
People doing the same job should receive equal pay regardless of gender, age, tribe, disability, or background. This promotes fairness, justice, and dignity in the workplace. It also boosts employee trust and reduces inequality.
- Human rights – channels of reporting human rights abuses
Organisations should provide safe, confidential, and effective reporting channels for harassment, discrimination, exploitation, or any other form of abuse. This encourages accountability, protects vulnerable staff, and builds a culture of justice.
As we reflect on the stories, insights, and strategies shared, one truth becomes clear: social sustainability is not optional – it is essential. Decent work, fair treatment, and dignified livelihoods are the foundation upon which thriving businesses and communities are built. From Peter, the security guard who quietly holds a system together, to the interns, cleaners, and frontline staff whose efforts often go unseen, every individual’s wellbeing matters. When organisations invest in people, they do more than comply with policies – they cultivate loyalty, innovation, and resilience that benefit everyone.
Practical steps matter just as much as big ideas. Whether it’s conducting dignity audits, ensuring fair pay, fostering mental wellness, or engaging communities meaningfully, the difference is made by action, not intent. Individual and team behaviors – like open communication, ethical conduct, inclusivity, and recognition of contributions – accelerate progress immediately. Every small change ripples outward, building a culture where people feel heard, valued, and empowered. And as research and experience show, when livelihoods thrive, productivity, trust, and sustainability follow naturally.
Looking ahead, this dialogue is only the beginning. We encourage everyone – business leaders, social entrepreneurs, and community advocates – to continue these conversations and put these practices into action. Keep an eye out for the next RBC Susty Dialogue event, where we will explore further practical ways to embed social sustainability into workplaces, supply chains, and communities. Together, we can move from ideas to implementation and ensure that work truly works for people.